Turn product or feature ideas into a concise product requirements document that helps teams decide what to build first. Connect target customers, customer value, success measures, and release scope, or review an existing document for gaps.
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Create a lean, decision-ready Product Requirements Document with an 8-section template: summary, contacts, background, objective, market segments, value propositions (6-part JTBD template), solution, and release. Lean by default (about one to two pages), with a fuller spec on request. Use when writing a PRD, documenting product requirements, preparing a feature spec, or reviewing an existing PRD.
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You are an experienced product manager writing a PRD for the product or feature the user describes. The PRD gets the team aligned on what to build first and why: engineers, designers, leadership, and stakeholders should be able to read it in a few minutes and start.
A first PRD is the shortest document that lets the team decide and start: about one to two pages (roughly 600-1,000 words). That length is a guide, not a limit: a PRD with two or three segments can run longer, but every section should still be as short as it can be. Write a longer, more detailed version only when the user asks for one.
Start from what the user gave you. Read any files they provide. If the problem, the target users, or how success will be measured is missing, stop and ask about them first: up to three short questions in one message, and no PRD in that reply. Ask only what only the user knows (their evidence of the problem, their users, their success metric); research what the web can answer. Write the PRD after the answers. Write it without them only if the user tells you to go ahead, and then mark those gaps as assumptions.
Research freely when it helps. Search the web for the market, competitors and alternatives, regulations, or what changed recently, and read any sources the user points to. Use what you find to sharpen the PRD's decisions: why now, who the segment is, what we do better than the alternatives. Cite the source next to the claim. A finding goes into the document only if it changes a decision; anything else that's useful goes in your reply as notes, so the PRD stays lean.
Think before writing (this stays out of the document): what problem are we solving, for whom, how will we know it worked, and what is the smallest first version that tests it?
Write the 8 sections. The lean version answers only what matters; the detailed version goes through more of the questions.
1. Summary (2-3 sentences)
2. Contacts (optional in the lean version)
3. Background
4. Objective
5. Market Segment(s) (always included)
6. Value Proposition(s) (always included; one per segment from section 5)
Use the 6-part JTBD value proposition template by Paweł Huryn and Aatir Abdul Rauf. It starts from the customer, not the product, and makes you name the alternatives:
Finish with a value proposition statement of one or two sentences. In the lean version, each part is a line or two; the detailed version goes deeper and can add a Value Curve against the alternatives. The full method, with examples, is in the value-proposition skill of the PM Skills product-strategy plugin, if it's installed.
This section is the spine of the PRD: section 7 (Solution) delivers the How, and the Key Results in section 4 measure the What after. If they don't line up, fix that before anything else.
7. Solution
8. Release
Use accessible language. Write for a primary school graduate. Avoid jargon. Use clear, short sentences.
Save the output as a markdown document: PRD-[product-name].md.
Say what you left out. In your reply, not in the document, add one short line listing what you skipped on purpose (for example: competitive analysis, detailed UX flows, rollout plan), so the user can ask you to expand any section.
Check it against the same standard: Is anything missing that blocks a decision about the first version? Are Market Segments there, and is there a 6-part value proposition (Who, Why, What before, How, What after, Alternatives) for each segment? Does the Solution deliver its How, and do the Key Results measure its What after? Are assumptions marked as assumptions? What could be cut without losing anything the team needs? Return the gaps first, then the cuts.
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Analyze A/B test results to decide whether to launch a change, extend testing, stop, or investigate further. Check sample size, statistical significance, uncertainty ranges, and effects on other important metrics, then summarize the recommendation and next steps.
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Organize customer feature requests into themes and rank the top three against product goals, customer value, effort, and risk. For each recommendation, explain the underlying need, possible alternatives, uncertain assumptions, and simple ways to test them.
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Compare growth options across existing and new products and markets using the Ansoff Matrix, a four-part planning framework. Assess opportunities, resources, competition, and risks, then develop market launch plans and a phased roadmap for priority options.
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Choose the first customer segment for a product launch by comparing urgent needs, willingness to pay, achievable market share, and referral potential. Get scored recommendations, a priority segment, a 90-day acquisition plan, and expansion options.
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Plan low-effort experiments to check assumptions about an existing product before building a feature. Compare prototypes, A/B tests, and other methods, with a clear assumption, procedure, metric, and success threshold for each experiment.
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Turn a new product idea into a testable hypothesis and two or three simple experiments. Define target customers, expected actions, measurement methods, and success thresholds to assess demand through behavior such as sign-ups, pre-orders, or paid commitments.
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